So as leaders, we need to survey the lay of the land, and not just the IT land. Often an organizational change is the successor to a "climatic" event trigger. Have you ever heard the saying a running ball in the road is often followed by a running child? How often do you stop your car when you see a running ball? That's the hard part, it is difficult to diagnosis the need for an organizational change before the event.
So let's discuss some key tactics around indicating that a PMO and dedicated discipline to project management is needed within your organization. Look and observe, are there any strategic projects being achieved? Do these projects have key warning signs of needing a rescue? Does the organization have a governance model which is extended to IT? Are the in-flight Active projects tied to specific business objectives? Another mechanism is to survey the organizations leadership. Asking key questions surrounding IT service, implementation practices, and especially capital planning processes. Have meetings with the key decision makers and IT's most significant customer. Who is IT's most significant customer, more importantly who is not. Analysis the response to the survey, do not just look for what you want to hear. Ask the question have you identified the right problem?
Another tidbit, is if you aren't hearing the complaints, the customers may just be so dissolutioned with your department they don't even care to complain.
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Welcome to the Healthcare IT Project Management Blog of Elyse Nielsen. This is the place where I share the ideas I have learned, the things I’d like to remember, and my thoughts for a brighter future. Find out more.
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